• Global payroll: the challenge of looking local – SD Worx

    Globalisation is a word synonymous with the rise of industry. However, recently we may have heard it thrown around a boardroom alongside the other generic buzzwords, and as such something about it becomes disjointed and bereft of purpose. In reality, globalisation is a powerful force – something that should be cultivated and respected in the corporate world.

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  • The new era of HR: digital transformation- SD Worx

    With the aim to build a model employee experience, HR departments are compelled to rewrite the rules by revolutionising talent practices. Human resource management is designed to maximise staff performance, and the HR department should be a key component in an organisation’s digital transformation.

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  • Top 3 technology trends set to shake up HR and Payroll – SD Worx

    Technology is the wheel that never stops turning. If Moore’s Law is to be believed, the sheer power of processing units will have doubled within two years – and that means plenty of new pieces of tech that could shake up HR and payroll processes. With that in mind, here are three technological trends that could significantly alter your industry.

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  • Standing Ovation: McLaren Puts the Digital Orchestra into Action- IMD

    Sit comfortably. Today, in the fourth and final article in our series on digital disruption, we’d like to let you enjoy the sounds of a symphony played by a leading orchestra. Let the lights dim and turn your attention to the stage. You’re going to see and hear a real-life Digital Orchestra in action. Here comes the Maestro Conductor: McLaren, the British Formula 1 team and manufacturer of high performance road cars.

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  • Humility In Learning- IMD

    Can we continue to rely on theories of leadership that were developed many decades ago, long before the widespread adoption of the Internet? What makes a leader successful in highly volatile business environments, like those associated with digital disruption? IMD’s Global Centre for Digital Business Transformation recently completed a research study to find the answers.

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  • Leading Through Emotion- IMD

    Too often, organisational leadership focuses on ever-increasing results in a fast-paced and changeable environment with little space given to emotion. So, you may ask, what can organisational leaders possibly learn from the arts? Quite a lot, as it happens.

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  • Power, Stress and Your Leadership- IMD

    Stress is recognized worldwide as a major challenge to workers’ health and well-being. In times of turbulence and uncertainty, this burden can be even more difficult to carry. Breaking the habitual responses to stress is not easy (and coffee or energy drinks are not much help!). However, a better understanding of how to protect yourself against the negative effects of stress is critical not only for yourself but also for your team. As we are going to discover, power and stress might be negatively affecting your behavior at work and, thus, your leadership.

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  • The Value of Values- APS

    You can hire the best, most qualified candidate in the world, but if he or she isn’t a good fit for the job or the company, you’re looking at a flight risk.

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  • The Office Play Book- APS

    In business, high-performing teams can achieve superior results compared to individuals. Yet, even teams composed of talented individuals rarely perform to their maximum potential.

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  • Agile Leader Assessment- Metaberatung

    Agile Leader – Leadership redefined.

    Which competencies matter for leaders navigating within disruptive environments? To be a successful leader in the digital business world, skills and modes of behaviour are required that are entirely different to everything you thought you knew about leadership. This was pointed out in the study “Redefining Leadership for a Digital Age” by metaBeratung/IMD among more than 1,000 executives. As a result, 4 competencies as well as 3 behaviours were specified to help leaders managing teams in disruptive environments successfully. The 4 competencies are humble, adaptive, visionary and engaged. The 3 behaviours that were identified are hyper awareness, informed decision-making and fast execution. The study showed that agile leaders who demonstrate these competencies and key behaviours clearly out-perform other leaders on measures such as work engagement and leadership effectiveness.

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